The internal functioning of tech companies can be nerdy to the common public and hence, a charismatic and vision-driven CEO becomes the face of the company. The crux of the role is building a solid business foundation, guiding teams through the fundamentals, keeping the managers aligned with the company’s big main goal, expanding resources, innovating, and nurturing the growth and stability of the business.
A strong CEO builds a team that can survive the ups and downs of the company with a can-do attitude. A CEO focuses on providing leadership to a company and leaves the daily tasks to the senior staff because without proper direction, motivation, encouragement, and vision, the company falls at the risk of becoming stagnant in this cut-throat business world.
The public perceives CEOs as the face of the company; hence a CEO should represent what the company is about. CEOs have shifted how they lead in expedient and ingenious ways. The changes may have been birthed of necessity, but they have great potential beyond this crisis.
It won’t be wrong to say that the tech industry is a young industry. With advancements and innovations being a constant, the credibility and strength of a CEO portray the confidence of the organization for its future prospects. Internally and externally, CEOs are vital. They show the staff what to focus on and give the public a reason to focus on the company.
Making top managerial-level decisions is not an easy task. They are decisions that can decide the future of the company and require immense dedication and market knowledge. This is what separates a CEO and an extraordinary CEO. an extraordinary CEO can predict the future of the industry, how the audience’s demands will change, and innovation on those lines. They can also strategize better for foreseeable risks and equip the managers and executives to be agile.
Only CEOs can decide whether to continue leading in new ways and in so doing seize a once-in-a-generation opportunity to consciously evolve the very nature and impact of their role. As part of this, CEOs must have a thesis of transformation that works in their company context. A good CEO is always scanning for signals and helping the organization deliver fine-tuned responses. A great CEO will see that this moment is a unique opportunity for self-calibration, with profound implications for the organization.
Regardless of whether or not the CEO is involved in lower-level transformations, the CEO’s singular, big-picture vision should guide them. This vision should embody a strong “theory of the case” articulating why to pursue the transformation, as well as a blueprint for how the transformed organization is expected to create value and competitive advantage.